Session no. 2 introduction to safety management

SMS Course for Senior Management 35 / 142
Development and Course Improvement
Session No. 2
Introduction to
SAFETY MANAGEMENT
Safety Policy
Risk
Management
Safety
Assurance
Safety
Promotion

End of Session Objective
• At the end of this session trainees will be
familiar with Safety Management concept.

Terminal Objectives
• Explain the goal of safety management and the
balance between production and protection.
• Explain why safety is a core management
function and must be managed to ensure
success and achievement of goals.
• Define and explain the terms of Hazard; Risk
and Risk Management.
• List Safety management – 8 building blocks
and Responsibilities for Managing Safety

Session Content
– The First Ultra-Safe Industrial System
– The Business Management Perspective
– A Balanced Compromise
– The Dilemma
– Building Safety Resilience…
– Business Management Practices
– The Constant Balance
– Hazard and Risk Definitions
– Risk Assessment
– Eight building blocks of Safety management
– Responsibilities for Managing Safety
– Safety Management – Excuses and Fear

The First Ultra-Safe Industrial System
Fragile system
(1920’s -1970’s)
• Individual risk management &
intensive training
• Accident investigation
Safe system
(1970’s – mid
1990’s)
• Technology & regulations
• Incident investigation
Ultra-safe
system (mid
1990’s onwards)
• Business management
approachto safety (SMS)
• Routine collectionandanalysis
of operationaldata
10-3
10-5
10-7 Less than one
catastrophic breakdown
per million production cycles

Truth or Falsehood?
safety is the
first priority
In thisunit
Safety is first
In thisairport
Safety Comes
First
In ThisAirline,

What is the fundamental purpose of
a business organization?

The Business Management Perspective
To achieve specific production goals,
service providers must manage core business processes
(financial management, HR management, etc).
Managing safety is one
such business process.
Safety management is a
core business function
just as financial
management, HR
management, etc.

A Balanced Compromise
Resources Resources
Production
Production
Protection
Protection

The Dilemma
RESOURCES RESOURCES
Catastrophe

The Dilemma
Resources Resources
Bankruptcy

Risk
(Protection)
High
Low
System output (Production)Maximum Minimum
SAFETY
SPACE
System’s
Production
Objective (s)
ALS
Building Safety Resilience…
REGULATIONS
TRAINING
TECHNOLOGY

…Upon Business Management Practices
Safety issues are a byproduct of activities
related to production/services delivery.
Managing safety – A constant analysis of an
organization's resources and goals leading to :
Balanced and realistic allocation of resources
between protection and production goals.
Support of the needs of the organization.

The Constant Balance
 Provision of services require a constant balance between Production Goals
and Safety Goals.
 It may not be cost-effective to eliminate many hazardous conditions, even
when operations must continue.
Production Goals Safety Goals
(Maintaining regular
aerodrome operations
during a runway
construction project)
(Maintaining existing
margins of safety in
aerodrome operations
during runway construction
project)

Two Key Definitions
• – Condition, object or activity with the potential of
causing injuries to personnel, damage or loss of
material, or reduction of ability to perform a
prescribed function
• A wind of 15 knots blowing directly across the
runway is a hazard
Hazard
• – The chance of injury, damage/loss or reduction
of ability to perform, measured in terms of
probability and severity
• The possibility that a pilot may not be able to
control the aircraft during take off or landing,
resulting in an accident, is one risk
Risk

Examples of Safety of Flight
Hazards for the Pilot

Risk Assessment
RISK
PROBABILITY
RISK SEVERITY
Catastrophic
A
Hazardous
B
Major
C
Minor
D
Negligible
E
5 – Frequent 5A 5B 5C 5D 5E
4 – Occasional 4A 4B 4C 4D 4E
3 – Remote 3A 3B 3C 3D 3E
2 – Improbable 2A 2B 2C 2D 2E
1 – Extremely
improbable 1A 1B 1C 1D 1E

Risk Tolerability
Assessment risk index Suggested criteria
5A, 5B, 5C, 4A, 4B, 3A Unacceptableunder the existing
circumstances
5D,5E, 4C, 3B, 3C, 2A,
2B
Risk control/mitigation requires
managementdecision
4D, 4E, 3D, 2C, 1A, 1B Acceptable after
review of the operation
3E, 2D, 2E, 1C, 1D, 1E Acceptable

Risk Management Process
RISK MITIGATION
RISK ASSESSMENT
• Acceptability
RISK ASSESSMENT
• Probability of Occurrence
RISK ASSESSMENT
• Severity / Criticality
HAZARD
IDENTIFICATION
Identify the hazardsto equipment,property, personnelor the
organization
Evaluate the seriousnessof the consequencesof the hazard
occurring.
What are the chancesof it happening?
Is the consequentrisk acceptable and within the organization's safety
performancecriteria?
NO> Take action to reduce the
risk to an acceptable level
YES> Acceptthe risk

Examples of Hazards
• PowerPoint
Presentation

In this Session we will look at some other abnormal situations of
the Pressurization System.
This is an example of an abnormal procedure.
The aircraft is in cruise and all systems are working normally.
SMS Part 4 SRM

Safety management – 8 building blocks
Senior Management’s Commitment
Effective Safety Reporting
Continuous Monitoring Through
Systems To Collect And Analyse
Safety Data From Normal Operations
Investigation Of Safety Events To
Identify Systemic Safety Deficiencies
Rather Than Assigning Blame
Sharing Safety Lessons Through The
Active Exchange Of Safety
Information
Integration Of Safety Training For
Operational Personnel
Effective Implementation Of
Standard Operating Procedures
(SOPS), Checklists And Briefings
Continuous improvement of the overall level of safety.
An organizational culture that fosters safe practices,
encourages safety communication and manages safety
with the same attention to results as financial
management

Responsibilities for Managing Safety
Definition of policies and
procedures regarding
safety.
Allocation of resources
for safety management
activities.
Adoption of best
industry practices.
Incorporating
regulations governing
civil aviation safety.
Responsibilities
Four Basic Areas:

• Ritualistic rejection of
changeDENIAL:
• Cover-up, cosmetic
adaptation denying progressREPAIR:
• Engaging the will to changeREFORM:
Safety Management – Excuses and Fear

Session no. 2 introduction to safety management

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